PMP Practice: Investigate that benefits are identified

Ingrid Haugen-Dahl is managing a warehouse automation project for Happy Accident Dynamics. The project is 60% complete and on schedule. During a recent executive steering committee meeting, the CFO expressed concern that while the technical deliverables are progressing well, the business case projected a 25% reduction in order processing time within six months of go-live, but no one has defined how this will be measured or tracked post-implementation. The sponsor asks Ingrid to ensure the projected benefits can be properly validated. Ingrid reviews the project charter and confirms it references the business case benefits but contains no measurement approach. Operations leadership confirms they have documented current processing times during the requirements phase. What should Ingrid do next?